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Job analysis (also known as work analysis[1]) is a family of procedures to identify the content of a job in terms of the activities it involves in addition to the attributes or requirements necessary to perform those activities. Job analysis provides information to organizations that helps them determine which employees are best fit for specific jobs.
The process of job analysis involves the analyst gathering information about the duties of the incumbent, the nature and conditions of the work, and some basic qualifications. After this, the job analyst has completed a form called a job psychograph, which displays the mental requirements of the job.[2] The measure of a sound job analysis is a valid task list. This list contains the functional or duty areas of a position, the related tasks, and the basic training recommendations. Subject matter experts (incumbents) and supervisors for the position being analyzed need to validate this final list in order to validate the job analysis.[3]
Job analysis is crucial for first, helping individuals develop their careers, and also for helping organizations develop their employees in order to maximize talent. The outcomes of job analysis are key influences in designing learning, developing performance interventions, and improving processes.[4] The application of job analysis techniques makes the implicit assumption that information about a job as it presently exists may be used to develop programs to recruit, select, train, and appraise people for the job as it will exist in the future.[5]
Job analysts are typically industrial-organizational (I-O) psychologists or human resource officers who have been trained by, and are acting under the supervision of an I-O psychologist. One of the first I-O psychologists to introduce job analysis was Morris Viteles. In 1922, he used job analysis in order to select employees for a trolley car company. Viteles' techniques could then be applied to any other area of employment using the same process.[6]
Job analysis was also conceptualized by two of the founders of I-O psychology, Frederick Winslow Taylor and Lillian Moller Gilbreth in the early 20th century.[1] Since then, experts have presented many different systems to accomplish job analysis that have become increasingly detailed over the decades. However, evidence shows that the root purpose of job analysis, understanding the behavioral requirements of work, has not changed in over 85 years.[7]
- ^ Sackett, Paul R.; Laczo, Roxanne M. (2003). "Job and Work Analysis". Handbook of Psychology. doi:10.1002/0471264385.wei1202. ISBN 0471264385.
- ^ Wilson, M. (2007). A history of job analysis. In L. Koppes, Historical perspectives in industrial and organizational psychology. Mahwah, NJ: Lawrence Erlbaum Associates
- ^ Hartley, D.E. (1999). Job analysis at the speed of reality. Amherst, Mass.: HRD Press.
- ^ Franklin, M. (2005). Guide to Job Analysis. American Society for Training and Development.
- ^ Schneider, B. and Konz, A. M. (1989), Strategic job analysis. Hum. Resour. Manage., 28: 51–63.
- ^ Viteles, M.S. (1922). Job specifications and diagnostic tests of job competency designed for the auditing division of a street railway company. Psychological Clinic. 14, 83-105.
- ^ Wilson, M. (2007). A history of job analysis. In L. Koppes, Historical perspectives in industrial and organizational psychology. Mahwah, NJ: Lawrence Erlbaum Associates.